EXECUTIVE SUMMARY

Purpose: The Philippine National Tourism Plan (NTDP) is intended to provide a strategic framework and outline
action plan to guide the Department of Tourism (DOT) and other stakeholders in the development of the tourism
sector between 2011 and 2016.

Method of Preparation: The plan has been prepared using a process involving:

 Preparation of a tourism sector situation analysis involving desktop review, consultations with industry
stakeholders in the public and private sector, and site observations in the field.
 Identification of the main challenge facing the evolution of Philippine tourism, and its causes and effects;
and competitive analysis of internal strengths and weaknesses, and external opportunities and threats.
 Presentation of the results of the situation analysis at four clustered regional tourism planning workshops
with industry stakeholders held in Davao, Cebu, Manila, and Clark to identify and agree an overall
destination development framework, the broad goal and vision for tourism development by 2016, and the
strategic directions and actions that should be taken to achieve these.
 Specification of the tasks or outputs that needed to be delivered in order to achieve the strategic
outcomes and overall goal and vision.
 Initial evaluation of the economic, environmental, and social and impact of implementing the NTDP.

This plan is inclusive in orientation, i.e. it includes women, youth, and indigenous peoples as well as local host
communities. The plan is also pro-poor in approach, i.e. it addresses poverty reduction by including poor provinces
in the tourism value chain.

Situation Analysis: The Philippines has a rich and diverse set of tourism resources as represented by its extensive
natural and cultural heritage sites and landscapes that are globally unique, of which the Historic Town of Vigan, the
Rice Terraces of the Philippine Cordilleras, the Baroque Churches of the Philippines, the Puerto-Princesa
Subterranean River national Park, and the Tubbatha Reefs National Park have been recognised by UNESCO as
World Heritage sites.

The Philippines has 10 designated International airports, as well as 34 principal airports used for domestic
scheduled flights. The international airports are served by 36 international airlines including five (5) of Philippine
origin (also domestic carriers) operating an average of 806 scheduled flights per week with 197,000 seats per week
from 42 foreign ports, and 3,000 flights with 348,000 seats per week on domestic routes in 2010. In addition,
there are 25 sea ports operated by the Philippine Ports Authority providing passenger and RORO facilities served
by 45 RO-RO and inter-island shipping companies servicing a total of 184 routes; and 31,242.38 km of mainly
asphalt and concrete paved national highway system served with 6,000 inter-island buses.

The country has an estimated 96,052 hotel and resort rooms with another 16,654 rooms either in the final
planning stage or already under construction that is likely to bring total rooms capacity to 112,706 by 2014
sufficient to handle an extra 4 million domestic and international guests. While 314 inbound, domestic and
outbound travel operators and 1,474 tourist transportation operators are accredited with the DOT, many more are
not accredited.

Philippine tourism is regulated at the national level by the DOT under RA9593. It is responsible for tourism policy
and planning, international and domestic marketing, facilitating investment, the accreditation of tourism
enterprises, maintaining data on tourism and its economic impacts, and supporting through capacity building the
tourism activities of the LGUs. Its activities are financed through annual appropriations, contributions from the
Philippine Travel Tax, and profits from the operations of Duty Free Outlets. At the local level, the LGUs under the
Local Government Code of 1991 are responsible for licensing the operation of tourist enterprises on payment of a
business tax, inclusion of tourism in their CLUPs and zoning ordinances, regulating health, fire, and other safety

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1
hazards, providing security in partnership with the PNP, and undertaking promotions activities designed to attract
tourists to their area.

In 2010, the Philippines attracted 3.52 million international tourists staying an average of 8.21 nights and spending
an average of US$ 83.59 per day; and estimated 27.91million domestic travellers in 2010 staying an average of 4
nights and spending an average of PhP 553.09 per day. The main source of international tourists is South Korea,
the USA, and Japan followed by China and other countries with leisure-based and visiting friends and relatives
being the main reasons for visiting. In the domestic market, the main sources are urban centres such as Metro
Manila, Cebu, Davao, and the secondary cities with visiting friend and relatives and leisure travel as the main
reasons for travelling. DOT surveys indicate that in 2010, the top tourist destinations were Metro Manila, Cebu-
Mactan, Boracay Island, Camarines Sur, Baguio City, Davao City, Zambales (including Subic), Bohol, Camiguin
Island, Negros Occidental, Cagayan Valley, Ilocos Norte, and Puerto Princesa. Overall, it is estimated by DOT/NSCB
that in 2010 domestic and international tourism contributed 5.76% to GDP and directly employed 3.69 million
persons or 10.25 % of total employment in the country.

Between 1995 and 2010, the annual average growth of international arrivals was 4.7% notwithstanding good
recovery in arrivals between 2009 and 2010 while between 2005 and 2010 the average annual rate of growth in
the domestic market was 3.3%. These growth rates are quite low relative to the competing countries such as
Thailand, Indonesia, Malaysia and Viet Nam where long-term international arrivals have grown at +8% per annum
and domestic tourism at +5% per annum. In terms of its position in ASEAN, the Philippines’ tourism performance
by volume is ranked below all ASEAN countries except for Myanmar, Lao PDR and Cambodia. The main causes and
effects of the historic poor international and domestic tourism growth performance are summarized in Figure 1.
Figure 1 The Philippine Tourism Diagnosis

Notwithstanding the challenges facing the industry, SWOT analysis indicates that there are significant
opportunities for large and sustained market growth given that the key constraints and weaknesses are effectively
addressed. If so, then market research indicates that between 2010 and 2016, the Philippines could increase its
current number of international arrivals from 3.52 million to around 6.7 million, and domestic tourism from 28.9
million travelers to around 35million. I achieved, these levels of international and domestic tourism could sustain
direct gross value added of PhP 890,000 million or around 6.8% of GDP, and direct employment of around 6.5
million persons by 2016. Moreover, with careful targeting, a significant number of the additional 2.8 million

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2
directly employed in the industry by 2016 would come from the poorer sectors of the population as well as provide
new employment opportunities for returning overseas workers.
Goal and Vision and Strategic Directions for Tourism to 2016: Figure 2 gives a snapshot of the
stakeholder-based goal and targets, overall vision, and based on addressing the challenges, the strategic
directions and actions that the Philippines should take to achieve these.

Figure 2 Stakeholders’ Goal and Vision for Tourism Development in the Philippines

The stakeholders identified 21 strategic cluster destinations (SCD) covering 77 existing and emerging tourist
development areas (TDA) and their tourism transportation, infrastructure and development needs and deficiencies
that could be effectively addressed through coordinated investment between 2011 and 2016, and help to deliver
the targets of the goal and vision for the industry. The 21 clusters provide an inclusive destination framework
designed to ensure that all Filipinos are able to participate in and enjoy the benefits of the tourist industry. Within
the overall destination framework, there are 9 SCDs that also have international airports and thus serve as the
main international gateways to the other SCDs. Ensuring that these function effectively is thus a priority in the
NTDP action plan as is ensuring that all SCDs maintain a good tourism growth momentum even while the necessary
market connectivity infrastructure and services are developed in the 9 gateway SCDs.

Action Plan: The action plan for implementing the strategic programs under each strategic direction of the NTDP is
attached. Depending upon the nature of the activity and the agencies concerned, the action plan will be
implemented by a series of initiatives at both the national and cluster level in the 16 regions.

The following NTDP actions will be coordinated and undertaken at the national level:

1. Improving Market Access & Connectivity:

 Renegotiation of Air Service Agreements with key growth markets to include all international airports as points
that can be served by international carriers of other countries.
 Reducing foreign carrier operations cost in the Philippines by removing ad hoc charges such as CIQS overtime
costs, and eliminating the common carriers and tax on gross Philippine billings that reduce the competiveness of
the Philippines as a destination through higher airfares.

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3
  Simplifying border formalities/procedures for key growth markets such as China.
 Improving sea and road transportation services focusing on safety, reliability, frequency of service and ability to
book a seat on-line.

2. Developing and marketing competitive destinations and products:

 Designation of TEZs
 Design and implementation of the mandatory tourism enterprise accreditation system.
 Facilitating business investment and simplifying business set-up at the national level.
 International and national level domestic marketing

3. Strengthening institutional governance and human resource capacities:

 Strengthening tourism institutional, policy formulation, and governance structures at the national level and
providing the policy framework, resources and guidance for implementation in the clusters at the regional level.
 Strengthening DOT support for LGUs at the national level and providing the policy framework, resources and
guidance for achieving this in the clusters at the regional or cluster level.
 Providing the policy framework for skills capability building at the national level and the resources and support
mechanisms to implement this in the clusters at the regional level.
 Providing the policy framework and resources for improving labor relations and support mechanisms to
implement this in the clusters at the regional level.
 Providing the policy framework and resources for professional tourism training and education at the national
level, and support mechanisms to implement this in the clusters at the regional level.
 Providing the policy framework and resources for HR recognition, networking, and development.
 Improving governance for tourism development at the national level, and providing the policy framework,
resources and guidance for this in the clusters at the regional level.
 Establishing a Tourism Crisis Management Unit in the DOT, and providing the policy and support mechanisms to
coordinate activities in the clusters at the regional level.

The following actions will be undertaken at the level of the clusters within the regions:

1. Improving Market Access & Connectivity:

 Upgrading the secondary international airports to decongest & increase capacity to handle international tourists.
 Decongesting NAIA’s and increasing its capacity to handle more international tourists.

2. Developing and marketing competitive destinations and products:

 Designing and implementing services infrastructure projects in the tourist development areas of the SCDs.
 Implementing tourism site access and visitor infrastructure improvements.
 Private sector investment on tourism product within and outside TEZs.
 Facilitating business investment and simplifying business set-up and licensing procedures/costs at the LGU level.
 Safeguarding natural & cultural heritage sites, and vulnerable groups from the negative effects of tourism.

3. Strengthening institutional governance and human resource capacities:

 Implementing tourism institutional, policy, and governance strengthening programs at the LGU level.
 Implementing DOT support policies and mechanisms for strengthening LGUs.
 Implementing the policy framework for skills capability building.
 Implementing the policy framework for improving labor relations.
 Implementing the policy framework for professional tourism training and education.
 Implementing the policy framework for HR recognition, networking, and development.
 Improving governance for tourism development at the LGU level.
 Supporting the Tourism Crisis Management Unit in the DOT at the regional and LGU level.

The actions at the national and cluster level in the regions will need to be effectively coordinated through an
appropriate implementation framework and organization structure that relies as far as possible on existing
institutions rather than requiring new one to be formed.

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The timing of both the national and cluster level actions is shown below.

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Cost Estimates: The overall indicative cost of the NTDP between 2011 and 2016 is estimated at PhP 123,073 billion
of which PhP 20,270 billion comprises public sector investment and PhP 102,803 billion comprises private sector
investment. An initial assessment of the economic performance of the NTDP investment against the additional
tourism expenditure generated indicates a fairly robust performance with EIRR of 23.9%, and NPV surplus of PhP
28,986.2 billion over a project life cycle of 20 years.

Implementation: The overall

supervision of the implementation
of the NTDP will be coordinated
through the National Tourism
Coordinating Council (NTCC). To
support the NTCC and provide
coordination at the management
level, it is proposed to establish
within the DOT, a National
Tourism Program Coordination
and Management Unit (NTPCMU).
To facilitate the execution of the
NTDP programs in the strategic
cluster destinations at the
regional level, it is proposed to
establish Regional Tourism Project
Coordination Committees
(RTPCC). To support the RTPCCs,
provide coordination at the management level, and implement the institutional strengthening and capacity
building components of the NTDP, it is proposed to establish within the DOT Regional Offices an NTDP Regional
Tourism Project Coordination Management Unit (RTPCMU). The overall organization structure for implementation
is shown below.

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 Strategy and Timing Cost
Lead Responsible and
Action Plan Description of Activities Estimate Success Indicators

2011

2012

2013

2014

2015

2016
Strategic Partners
Elements (PhP ‘000)
1 Improving Access & Connectivity
1.1 Rapidly expand capacity of secondary international airports 3,902,990
1.1.1 Upgrading  Clark, Mactan, and Davao X X - DOTC/CAAP/ Airport Renovation and
Secondary  Iloilo, Puerto Prinsesa and Laoag X X Authorities expansions works and
International & Zamboanga X X 3,864,990 - Private sector stakeholders other requirements
Airports completed and
Activities: operating
 Improve city side aspects (e.g. terminal capacity, poor access, lack
of parking, and inadequate support services)
 Improve air side constraints and limitations (e.g. runway, taxiway,
air navigation system, fire and rescue service)
 Improve airport management and operations limitations
1.1.2 Increasing  Complete renovation of Terminal 1 Arrival and Departure areas X X X - DOTC/CAAP/NAIA Renovation works and
International  Complete renovation of Terminal 2 X X X - Private tourism companies other requirements
Tourists at NAIA  Rationalize aviation operations at NAIA X X X where appropriate, e.g. completed and
 Improve Airport management and operations X X X airport operations and operating
38,000 maintenance

1.2 Expand connectivity between Philippines and its key growth markets 40,000
1.2.1 Renegotiating  Agree complete Scheduling of ASA negotiations with Main tourism X X X - DFA Air Service
Air Service growth market countries - DOT/CAB, Airports, Airlines Agreements
Agreements  Consult with carriers and industry stakeholders to prepare X X X and Other Major Private renegotiated with
with Key Philippine positions Sector Stakeholders main growth markets
Growth  Undertake negotiations X X X
Markets  Implement results X 30,000
1.2.2 Reducing Air  Comprehensive study of existing handling charges and X X X - DOTC/CAAP/NAIA Carrier taxes and
International  Agreement with key agencies on cost reduction approach X X X - Private tourism companies surcharges removed
Air Operations  Amendment of necessary laws and regulations X X X where appropriate, e.g.
Cost in the  Implementation X 5,000 airport operations and
Philippines maintenance
1.2.3 Simplifying  Work with DFA and BI to provide visa free/visa on arrival privileges X X 5,000 - DOJ/BI Visa restrictions
border for key growth markets - DFA relaxed for key growth
formalities  Introduce long-term stay visa categories for medical and ”enjoy the X markets of China and

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 Strategy and Timing Cost
Lead Responsible and
Action Plan Description of Activities Estimate Success Indicators

2011

2012

2013

2014

2015

2016
Strategic Partners
Elements (PhP ‘000)
/procedures for sun” retiree markets India
key growth  Implement revised visa program X
markets
1.3 Implement a strategic access infrastructure program between secondary international airports and 30,653
strategic destinations
1.3.1 Design and  Improvement, rehabilitation and expansion of airports that connect X X X X X - CAAP, CAB, DOTC, DOT, Access infrastructure
implementation to tourism clusters. (Improve, rehabilitate, and expand 23 domestic NEDA, DBM, PPA, MARINA, completed/operating
of strategic airports) DPWH Reduced safety and
access  Improvement, rehabilitation and expansion of seaport facilities that X X X X X - LGUs, Tourism Councils, security incidences
infrastructure connect tourism clusters. (Improve, rehabilitate, and expand 21 Regional Development
subprogram seaports) Councils, CSOs
 Improve, rehabilitate, and upgrade 28 strategic connecting roads X X X X X
with total distance of approximately 850kms 15,653
1.3.2 Improving sea  Enlisting existing sea and road transportation operators support for X X - DOT, DOTC (MARINA and Access infrastructure
and road improved tourism transportation services LTFRB), Office of the completed/operating
transportation  Designating developmental sea and road “Open Service Routes” X X President and the Congress Reduced safety and
services  Undertaking transportation regulatory reforms X X X - Sea and Road Transportation security incidences
Operators and Private Sector
15,000 Stakeholders
2 Developing and marketing competitive tourist destinations and products
2.1 Implement a sustainable tourism destination infrastructure program 9,659,572
2.1.1 Designing and  Provision of water and water treatment (6 locations), power (4 X X X - DOT, LGU, DOH, DILG, LTO, Program designed and
implementing locations), and solid waste management in (27 locations) LTFRB financing structure
services  Design and construction of tourism information centers and X X X - Tourism Councils, Chamber of arranged and being
infrastructure in support infrastructure (26 tourism development areas) Commerce, CSOs, Transport implemented
tourist  Design and construction of transport terminals and services in (26 X X X owners, LGU, Operators and
development tourism development areas) 1,548,086 drivers associations
2.1.2 Designing and  Prepare site evaluations for the 99 priority sites located in the X X X X - DOT (TIEZA), Major Land Program designed and
implementing strategic cluster destinations with International airports Owners, site managers (DENR, financing structure
tourism site  Design access and site visitor infrastructure improvements at the X X X LGUs, etc.), Provincial arranged and being
access and sites and package for funding Government implemented
visitor  Arrange funding with multi lateral / bi-lateral funding institution X X X - Investors and Financial
infrastructure  Implement construction of site access and visitor infrastructure X X Institutions, LGUs, DENR, DTI,
improvements projects. SEC, and BIR, Bilateral and

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 Strategy and Timing Cost
Lead Responsible and
Action Plan Description of Activities Estimate Success Indicators

2011

2012

2013

2014

2015

2016
Strategic Partners
Elements (PhP ‘000)
 Improvement, rehabilitation and upgrading of approximate 450 X X X X X multi-lateral financial
kilometers of roads in destination centers and to 152 sites into all institutions, DTI (OTOP), DA,
weather condition etc. Tourism Councils, CSOs,
 Maintain and operate X X X X 8,111,486 DPWH, DA, DAR
2.2 Develop diversified tourism products that engage local communities 14,245,573
2.2.1 Developing  Identify sites and agree their development with major landowners. X X X X - DOT (TIEZA), Major Land 8 Sites
Major Mixed-  Provide TEZ designation, zoning, permits and approvals, and X X X X X X Owners, site managers (DENR, identified/designed
use Tourism incentives to support site development. LGUs, etc.), Provincial Investment and
complexes in  Provide infrastructure support to sites. X X X Government operators secured
the vicinity of  Undertake construction of projects. X X X X X - Investors and Financial Construction in
the  Support the marketing of the completed projects in International X X X X Institutions, LGUs, DENR, DTI, progress
International and domestic tourism activities. SEC, and BIR, Bilateral and Key projects
Airports multi-lateral financial operational
institutions, DTI (OTOP), DA,
etc. Tourism Councils, CSOs,
13,895,640 DPWH, DA, DAR
2.2.2 Linking local  Undertake consultations with affected communities and private X X - DOT (TIEZA), Major Land 91 Sites
communities to sector operators Owners, site managers (DENR, identified/designed
the tourism  Design and funding of program X X X LGUs, etc.), Provincial Private sector partners
value chain  Implementation of program on progressive basis X X X X Government + financing secured
created by the  Monitoring and evaluation X X X - Investors and Financial Physical and software
major mix use Institutions, LGUs, DENR, DTI, elements substantially
tourism SEC, and BIR, DTI (OTOP), DA, implemented
complexes etc. Tourism Councils,
upgraded
tourist sites in 349,933
their vicinity
2.3 Implement a PPP-based mandatory tourism enterprise accreditation system and facilitate tourism 87,410
investment and lower cost of business
2.3.1 Design and  Complete framework paper and TOR for enterprise accreditation X X - DOT Accreditation and its Framework paper
implementation and certification system sections, Regional Offices presented, discussed
of a PPP-based  Establish task force to supervise design/implementation of the X X - Private sector at National and and agreed
mandatory system (Implementation to 2016) Regional/Provincial levels Task Force Established
tourism  Contract consulting firm to design, pilot, set-up and provide training X X constituted as Task Forces to and meeting actively
enterprise on the system work together with the DOT Procurement of

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 Strategy and Timing Cost
Lead Responsible and
Action Plan Description of Activities Estimate Success Indicators

2011

2012

2013

2014

2015

2016
Strategic Partners
Elements (PhP ‘000)
accreditation  Roll-out implementation of the system X X X X X in the design, RDC, LGU contractor completed
system 67,410 System is rolled out in
all regions
2.3.2 Facilitating  Conduct study to identify annual private sector investment X - LGU, DTI, Annual list of projects
business requirements in hotels and resorts, by value identified
investment and  Undertake investment promotion drive. X X X X X Annual investment
simplifying  Provide investment incentive support X X X X X conference held
business set-up  Coordinate with DTI program to simplify business set-up / business X X X Number and value of
and licensing tax and licensing procedures at LGUs TIEZA/BOI endorsed
procedures and projects
cost 20,000 Document processing
time reduced to 10
working days.
2.4 Safeguarding natural & cultural heritage and vulnerable groups 561,165
2.4.1 Safeguarding  Developing uniquely Filipino destinations and products X X X X X X - DOT, DENR, DPWH, NCCA, Training completion
natural &  Conservation workshops X X X X X LGU, ICOMOS, ESCUELA reports
cultural  Advocating the sustainable use of heritage sites X X X X X TALLER (INTRAMUROS), Visitor management
heritage  Increasing number of heritage sites for international recognition X X X - NCCA, ICOMOS, UNESCO plans in place
 Providing a professional interface between sustainable heritage and X X X X Philippines for World Heritage 91 community
tourism an MAB, IUCN, RAMSAR, participation programs
Private Sector completed
11,165 Number of new sites
listed

2.4.2 Safeguarding  Advocating change in the highest level of governance to generate X X - NGO’s such as ECPAT, and Reduced incidence of
vulnerable support with UN agencies especially trafficking,
groups  Raising awareness developing mechanism at community level X X UNWTO exploitation and STDs
 Creating tourism industry partnerships X X
 Partnering with NGO’s such as ECPAT, and with UN agencies X X X X
especially UNWTO. 550,000
2.5 PPP-based marketing strategy and action plan 4,450,660
2.5.1 Strategic  Creation of a country tourism brand X X 31,920 - DOT (TPB) Brand established
Marketing  Creation of tourism product development clubs X X 32,340 - Branding agency/ company Pilot product clubs set
Subprogram  Design and implementation of a marketing intelligence information X X X 37,800 Tourism private stakeholders up and operating
system MIS established

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 Strategy and Timing Cost
Lead Responsible and
Action Plan Description of Activities Estimate Success Indicators

2011

2012

2013

2014

2015

2016
Strategic Partners
Elements (PhP ‘000)
2.5.2 International  Definition and readjustment of International and domestic X X - DOT (TPB) Regional offices with
and Domestic marketing network according to market priorities - Branding agency/ company local marketing
Marketing  Develop business and management plans for marketing offices X X Tourism private stakeholders, representatives at
Network  Developing marketing office network capabilities. X X X Airlines, Hotels, etc. country level in place
Subprogram  Design Domestic Tourism Campaign X X
 Developing and implementing domestic tourism awareness X X X X X
campaigns 563,938
2.5.3 Operational  Design product commercialization plan (direct marketing, product X X X - DOT (TPB) Marketing is re-
Marketing lounges, road shows, partnership) - Branding agency/ company orientated to key,
Subprogram  Design promotion program involving travel trade shows, X X X Tourism private stakeholders, strategic and
workshops, and familiarization trips. Airlines, Hotels, etc. opportunity/niche
 Design communication plan through country image brand, X X X markets and products
publications, trade/consumer advertising, & PR. with substantial
 Design online marketing program for domestic and international X X X funding, and good
tourism. market penetration
 Implementation (upon completion of every design work) up to X X X X 3,784,662
2016
3 Improving tourism institutional, governance, and human resource capacities
3.1 Institutionalize roles and responsibilities of DOT and LGUs 418,320
3.1.1 Strengthening  Establish a National Tourism Policy advisory body to advise the X - DOT, LGUs, Policy body
tourism Secretary of Tourism - Civil Society, NGOs, established
governance  Review and adjust the constitutions of regional, provincial, and X X Tourist Council’s (TCs)
structures local tourism councils to make them more effective. charter amended and
 Strengthen the structure of the department of tourism for effective X X DOT reorganization
destination management organization. 123,900 completed

3.1.2 Strengthening  Lobbying and partnering with public government stakeholders X X - DOT, TIEZA, TPB, LGUs Partnerships in place
tourism policy  Creating a financial framework to facilitate the planning & X - Tourism Private Sector, with stronger financial
formulation development of tourism infrastructure and marketing activities. support. Private
approaches  Encouraging a Public Private Partnership in tourism infrastructure X X X X X sector strongly
and marketing development 151,620 engaged in
infrastructure &
marketing

3.1.3 Strengthening  Expanding DOT Capacity to Support Local Tourism Development at X X 117,600 - DOT, LGUs (Provincial), CIDA, DOT Provincial Officers

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 Strategy and Timing Cost
Lead Responsible and
Action Plan Description of Activities Estimate Success Indicators

2011

2012

2013

2014

2015

2016
Strategic Partners
Elements (PhP ‘000)
DOT support for the provincial level. AUSAaid, etc. in place
Local  Capacity building of Provincial LGUs for Tourism Planning and X X 12,600 - Tourism stakeholders Capacity building
Government Development, Destination Marketing, and Tourism Enterprise programs on-going
Units (LGUs) Regulation/Accreditation. Stronger TCs in place
 Strengthening Multi-stakeholder Mechanisms and Institutions for X X X X X 12,600
Partnerships in Local Tourism Development
3.2 Develop a competent well motivated and productive tourism workforce 31,833
3.2.1 Skills capability  Convene capability building workshops to identify and finalize X X - DOT, TESDA, DOLE Workshops convened
building worker competencies certification process, accreditation of - Tourism Private Sector TESDA Skills centers
assessment centers and assessors established/operating
 Establish TESDA Skills assessment centers and disseminate new X X X Certification and audit
skills assessment system system in place and
 Undertake compliance audit X X X X functional
 Establish recognition for national certification for entry level X X X X
positions 6,175
3.2.2 Improving labor  Legislate extension of contractual employees from 6 months to 3 X X X - DOT, TESDA, DOLE Reduced labor
relations years - Tourism Private Sector incidences, and
 Information drive on correct implementation of service charge X X increased
distribution
 Benchmarking on acceptable ratio on tenured and non tenured X X
employees 795
3.2.3 Professional  Re-engineering tourism and hospitality Education X X - DOT, TESDA, DOLE, CHED, Enhanced
Tourism  Develop and implement graduate programs in tourism and X X X X DEPED employability of
Training and hospitality management - Tourism Private Sector entry-level trainees
Education  Introduction of tourism in basic education X X X X
 Creating industry-academe linkages
 Privatization of all TESDA Training Centers X 17,163
3.2.4 HR Recognition,  Formation of the Association of Human Resources Managers in the X - DOT, AHRM, PMAP Annual Tourism HTD
Networking, tourism hospitality industry - Tourism Private Sector Conference organized
and  Supporting the hosting of the “Mabuhay Awards” program and X X X
Development event X X
 Organizing a national tourism and hospitality human resource 7,700
conference
3.3 Improve governance in the area of safety, security, and in dealing with tourists 646,000
3.3.1 Subprogram for  Creation of an Audit Committee in DOT that will oversee and X - DOT, CoA, Office of the DOT Audit committee

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 Strategy and Timing Cost
Lead Responsible and
Action Plan Description of Activities Estimate Success Indicators

2011

2012

2013

2014

2015

2016
Strategic Partners
Elements (PhP ‘000)
Transparency inspect all tourism-related activities, programs Ombudsman, DILG, established
and Host  Training and education on tourism, hospitality and X X X X X X - Tourism Private Sector, Host training
Community entrepreneurship skills for host communities League of Mayors, programs ongoing
Involvement 280,000 International Grant
3.3.2 Sub program  “Mabuhay! Tuloy Po Kayo” Program for CIQS at Int’l Airports X X X X X X - DOT, BID, BOC, DILG, PNP, Mabuhay Tuloy Po
for Improving  Expanded DOT TOP-COP Program X X X X X - PCCI Tourism Congress (and Kayo, and front-liners
Governance for  Tourism Front-Liners Awareness and Values Training Program X member trade associations) training ongoing.
Tourism LGU Leagues TOPCOP program
Development 216,000 being expanded
3.3.3 Establishing a  Undertake workshop with key stakeholders to establish TOR the X X - DOT, NDCC, PNP, DILG, Crisis management
Tourism Crisis crisis management unit unit established in the
Management  Prepare organizational structure and staffing requirements of the X DOT
Unit crisis management unit
 Establish unit recruit staff, and implement X X X X X 150,000

Philippine National Tourism Development Plan 2011-2016

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